Hearts

AND
Minds

Winning Hearts and Minds:

The Road Map
World-class HSE performance
Need to become truly pro-active and gene-
Is there a
World-class HSE performance need or desire rative. There are many advantages to PERSONAL
to improve? PROACTIVE
involves more than mechanically be had from such improvement and
INTERVENTIONS
applying a management system – it these will have impact well beyond
You need all three
requires the involvement of all in the ourto HSE
succeedperformance. The workload
organisation, from top to bottom. actually decreases as an organisation
Solutions INDIVIDUAL PERSONAL
Winning Hearts and MindsImproving
is becomes pro-active. Increasing trust CONSEQUENCES RESPONSIBILITY
your
intended People
to help the organisation to
HSE Culture and informedness
Tools allow us to get
Are there Are there
improve by:
Believers on Hearts
with and
our work without requiring
Willing to try? Minds Tools?
1. Leading the way – the “Route extra supervision and control; audits
to the Top” of the HSE Culture become more efficient and directed,
ladder. taking less time; managers can be Bringing the HSE-MS to Life and Beyond
2. Providing process and tools to left to manage, workers get on to do
facilitate behavioural change – the work. Being better informed and
the necessary components of a aligned around the business goals from having an HSE-MS “in place”
solution. and trusted to deliver, we can be held through to actually “bringing it to
accountable for our performance in a life”. This require us to focus on
The Route to the Top just and fair way. Three Key Elements:
The overall “Route to the Top”
(world-class HSE performance) means The Process 1. Personal Responsibility
progressing up the HSE Culture For HSE, the process to achieve We understand and accept what
ladder, developing an HSE maturity world-class performance is moving should be done and know what is
expected of us.
2. Individual Consequences.
GENERATIVE (High Reliability Orgs) We understand and accept that
HSE is how we do business
round here there is a fair system for reward
Need
and discipline. Is there a
ed

PROACTIVE 3. Proactive Interventions. need or desire

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Weaknesses in any of these Three Key
g

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Willing to try?
Elements inhibit behavioural and
ea
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PATHOLOGICAL
cultural change. We must balance our
In

Who cares as long as

we're not caught
resources and efforts such that each
element receives the necessary focus.
The HSE Culture Ladder (Animated introduction to the culture ladder
www.energyinst.org.uk/heartsandminds/culture.cfm)
Hearts
AND
Minds
What will be the right action at the
right time to achieve this balance
will vary across the business as a
function of differing levels of HSE
cultural maturity and local issues
and priorities.
However, Hearts and Minds
methodology across EP is common
and will focus on these Three Key
Elements and the supporting
processes. The tools and techniques
should be chosen from the Hearts and
Minds Toolkit.
1. Personal Responsibility
We understand and accept
what should be done and
know what is expected of us.
This is about being “crystal clear” in
our HSE expectations. Know exactly
PERSONAL
PROACTIVE
INTERVENTIONS
what you expect of others and what
INDIVIDUAL
CONSEQUENCES
PERSONAL
RESPONSIBILITY
others expect of you. Agreeing how
you are going to deliver on those
commitments, and whether you have
the skills and competence to do it.
To support this and remove ambigu-
ous messages, these expectations and
intentions must be part of a clear line
of accountability that is regularly
discussed so that people only accept
for what they can deliver. The
foundation for this is part of the
existing management system. To
support our behaviours towards
Personal Responsibility, specific tools
and techniques are integrated into
the Global Hearts and Minds
toolbox.
• Understand your Roles and
Responsibilities and ensure they
are clear for all
• Create clarity and passion through
1-to-1 discussions of Roles and
Responsibilities
• Individual “Top HSE priorities” Negative Consequences
identified aligned with job tasks • Coaching
• People accept roles and are held • Criticism, Distrust
accountable through meaningful • Just and Fair Discipline
personal performance contracts • Dismissal
that drive new pro-active • Injury and illness
behaviours.
3. Pro-active Interventions
2. Individual Consequences We work safely because we
We understand and accept are intrinsically motivated to
that there is a fair system for do the right things naturally,
reward and discipline. not just because we are told
to, and make interventions
The journey to bring HSE-MS to life and actively participate in
is about changing habits, adopting improvement activities.
PERSONAL
PROACTIVE
INTERVENTIONS
new pro-active behaviours and
INDIVIDUAL PERSONAL
CONSEQUENCES RESPONSIBILITY
PERSONAL
PROACTIVE
INTERVENTIONS
instilling a new level of compliance.
INDIVIDUAL
CONSEQUENCES
PERSONAL
RESPONSIBILITY
This element is the very essence of
Showing appreciation and providing bringing HSE MS to life, but also
encouragement should continue. the hardest to achieve. This requires
There also needs to be a clear personal interventions to influence
formal link between actions and the behaviour of others and accept
consequences to reinforce and reward interventions by others. Intervention
the required behaviours and actions, tools are accepted as part of a broader
and to discourage incorrect ones. change process towards improvement.
Appraisal systems also need to reflect There is a practical Hearts and
the aspired goals, rewarding those Minds toolkit that provides a process
who deliver but with the appropriate and a set of tools to support most
mechanisms in place when coaching general HSE improvement programs
is needed. Unsafe acts at all levels as well as helping to solve specific
must be dealt with immediately in a problems commonly observed in our
just, fair and transparent way. operations. The tools are designed
Several of our operations already have to allow those who wish to improve
tools to make individuals clear what to find their own best way forward,
the personal consequences will be for based on research and operational
their HSE behaviours and actions and experience inside and outside Shell
should be applied uniformly. They Exploration and Production. They are
provide a framework for holding all designed on a “by you, for you” basis,
people accountable for their actions. without the need for consultants.
Typical characteristics are: Leaders at all levels can use these
tools, and can act as facilitators for
Positive Consequences those they manage. They comprise:
• Coaching • Understanding your culture
• Recognition, praise, trust • Managing Rule Breaking
• Just and Fair Reward • Risk Assessment Matrix
• Career enhancing • Making Change Last
• Feel better, be healthy, be safe • Improving Supervision
• Seeing yourself as others see you

• Driving for Excellence
• Working Safely
• Achieving situation awareness –
The Rule of Three
They are available in the form of
controlled packages of brochures,
slide presentations, instructions etc.
What do you do in practice?
Before setting of on this Roadmap to
Winning Hearts and Minds, we need
to ascertain “Why Bother?” Only
if leaders are personally motivated
to make a difference to our HSE
performance, is this approach going
to deliver results. Only then will
people in our organisations truly
change their perceptions of what
is expected from them. Using the
Hearts and Minds process will
identify significant opportunities for
improvement, so everyone involved,
especially senior managers, must see
the advantages and be prepared to
commit to follow though. The first
steps are:
1. What is the HSE culture?
The HSE – Understanding your
Culture brochure will help identify
the local level of HSE cultural
maturity and help you formulate your
way forward. Once you know where
you are, you will challenge your
aspirations and what you personally
and as team will need to do to
achieve them.
2. Who should lead the process
and how?
Leaders committed to improvement
should be champions and facilitators.
They must understand that
behavioural change cannot be pushed
onto people. A lesson from experience
is that there must be direction and
coordination; but the people who
drive and facilitate any program have
to believe in the processes. Through
their commitment to improve, a pull
is generated whereby others want
to participate, see the benefits, and
themselves become champions. In
more advanced HSE cultures the
workforce will take the initiative,
but whatever the cultural maturity,
the journey is not easy. From the
ARE YOU READY
TO CHANGE?
Understand Your Culture
(A)
Realise you have problems
from incidents, audits etc.
Select the right tools to fix
the problem
Find believers
People willing to try
DO IT
initial motivation, a balance needs
to be maintained between the 3
Key Elements so that the necessary
support conditions exist to drive an
overall cultural change.
3. Are there specific problems?
A lot of information is out there in
incident investigation reports, audits,
reviews and field inspections and
observations of what is happening.
Typical issues are rule breaking,
incorrect risk assessments, supervisors
who are technically competent but
short on personal management
skills, ineffective contract HSE
management. If you know what
your issues are then you can use the
Hearts
AND
Minds
specific tools (Route A in diagram).
Otherwise you can use descriptions
of the culture dimensions to identify
specific improvement areas (Route B
in diagram). Use the general tools
and plan how to make the change
using the Making Change Last
framework and Hearts and Minds
methodology to get everyone onboard
from the start.
(B)
Discover you still have
a way to go
Want to improve
e
cr
In
Identify what parts of the
culture is lagging
Design change program
Which tools
W
to use?
4. Specific focus on leadership.
Organisations look to their leadership
for direction, priorities and coaching.
Perceptions of the commitment of
leadership towards HSE rather than
just their intentions have a strong
bearing on the actual behaviours
and performance of that people in
the organisation. The initiation of
the ‘Hearts and Minds’ Roadmap
lies with leadership teams. The
commitment of management to
HSE can be tested periodically by
the ‘Seeing yourself as others see
you’ appraisal technique which also
helps management to improve their
personal effectiveness.
Hearts
AND
Minds

Tools available What they do and When to use them

HSE Understanding What: An engagement tool to identify local strengths and weaknesses identifying a way to improve.
your Culture When: Use 1st to engage people, discover their aspirations and build a case for change (2-3 hours + follow up).

Seeing Yourself as Others What: HSE upwards appraisal tool to understand other’s perceptions and identify how commitment is turned into action.
See You When: Use 2nd to challenge the commitment and behaviours of any “safety leaders”, (20 minutes + follow up).

Making Change Last What: A general tool for managing change and supporting any improvement process or organisational
change programmes.
When: To design your own tools (1 –2 hours to start).

Risk Assessment Matrix: What: Helps people understand their risks, makes them personal and stimulate action.
Bringing it to life When: Anytime to better manage the risks. (1 hour).

Achieving Situation What: To help everyone make better risk based decisions and be able to justify them.
Awareness: The Rule of 3 When: If people lose sight of their risks, or if complacency threatens to set in. Can be used anytime,
especially when there is change (<5 minutes).

Managing Rule-Breaking What: To prevent incidents being caused by rule breaking.

When: If procedures are not being followed, or a need to improve procedures (2-3 hours initially then,
1 hour per issue).

Improving Supervision What: To improve the non-technical skills of supervisors.

When: If the quality of supervision, is identified as a (possible) cause of incidents (4-5 hours first time).

Working Safely What: Intervention programme that builds on and supports existing programmes or can be run by itself.
When: If safe working practices are not being followed (8 hours in total, 1 hour slots).

Driving for Excellence What: A suite of exercises to change the behaviour of drivers and the people who manage them.
When: When driving is a significant risk, professionally or personally (8 hours in total, 1 hour slots).

Overview of current Hearts and Minds tools

5. Specific focus on supervision,
contractors and contract holders.
This group contains key players in
building a strong safety culture
because most of our serious incidents
occur with contractors and involve an
element of ineffective supervision.
Their Hearts and Minds strategy
should not differ markedly from the
overall strategy and ‘Understanding
Your Culture’ is also for this group an
appropriate first step, but another
useful approach is for contractors to
use this tool to appraise their clients
commitment to safety. The contract
holders are viewed as senior managers
by their contractors and will benefit
from the feedback they will receive on
how their commitment to safety is
perceived, by using ‘Seeing Yourself
As Others See You’. The other tools
are just as applicable for contractors
and staff when specific issues are
identified, such as weak supervision.
Underpinning the above proactive
interventions must be the same firm
basis of, crystal clear expectations
from the client, commitments from
the contractor, and commercial
consequences for delivery. Supervisors
have most impact on the day-to-day
behaviour of their teams. They
therefore have to be ‘believers’,
demonstrating the commitment of
top management and supporting and
encouraging their staff when they
want to use the tools.
Creating Buy-in
Winning Hearts and Minds for HSE
is about getting all to work safely not
just because they have been ordered
to, but because that is what they want
to do. The art of good management is
to get people to want to do what you
may have already decided they should
do. Help them to do so.

The Hearts and Minds logo is a Trademark of Shell and can only be
This brochure has been developed by SIEP B.V. for use by
Hearts Shell Group Companies but can also be made available to
used with written permission from SIEP, EPS-HSE. Documents with the
AND
Minds third parties. SIEP B.V. does not accept responsibility for any
Trademark have been checked for their correctness and effectiveness.
TM consequences whatsoever of its use.

ECCN: Not subject to EAR - No US content Unclassified

Copyright Shell International Exploration and Production B.V. EP 2003-9103
For more information please visit www.energyinst.org.uk/heartsandminds P03978 – February 2007